Part Four: What is an organization? Why do we even need one?
In the first three parts, we talked about management. But now it’s time to enter a more grounded world: Organization.
The place where people, resources, ideas, and projects come together… To either build something meaningful — or create a draining mess.
So the simple question is: What is an organization, why does it form, and how can we design it well?
It starts very simply
Imagine two people want to do something — like open a coffee shop. At first, it’s all straightforward: one makes coffee, one handles customers. But once things grow, someone needs to buy supplies, someone needs to do accounting, someone has to hire new staff…
And that’s exactly when the organization begins.
Not with walls or logos, But with the question: “What needs to be done, by whom, under what structure?”
Organization means building coordination
When you’re alone, you make all decisions yourself. But when a few people want to work together, coordination becomes essential.
So an organization is:
- Division of labor (who does what?)
- Defined roles (who’s responsible for what?)
- Communication flow (who connects with whom?)
- Shared goal (why are we even doing this?)
Simply put: An organization is a tool to get complex things done.
Organizational Structure: The Invisible Skeleton of Every Team
Organizational structure is the framework that defines who reports to whom, who’s responsible for what, and how people work together.
Here are three common types:
1. Hierarchical Structure
The classic one. A top leader, then middle managers, then staff. Decision-making flows from the top down. It’s controlled—but clear.
⚠️ Good for environments where clear instructions and control are needed. ✖ Can kill creativity if overused.
2. Matrix Structure
People report to multiple managers. For example, someone may have both a project manager and a technical manager. Projects pull resources from across departments.
⚠️ Great for complex or multi-functional organizations. ✖ Confusion happens fast if roles aren’t clear.
3. Flat Structure
Few or no layers of middle management. Decisions are made collaboratively. Most people are on a similar level.
⚠️ Great for agile and small teams. ✖ Can get chaotic as the team grows.
Beyond Structure: Organizational Culture
Structure is what you draw on a chart. But culture? That’s what breathes through the hallways.
- How do people speak to each other?
- When mistakes happen—do they yell or learn?
- Is collaboration a value, or competition?
- Is creativity encouraged—or silenced?
Culture is that silent force shaping everything.
In my experience: Structure might look great on paper… but if the culture is toxic, everything eventually falls apart.
An Organization Is a Living Thing
Despite what many think, an organization isn’t a machine. It’s a living organism:
- It grows
- It learns
- It makes mistakes
- And if neglected, it gets sick
And the manager? Not a driver. A gardener.
In any organization, people aren’t just “resources.” People are the organization.
If you don’t give them meaning, room to grow, and a sense of ownership, your organization might look successful on the outside—but it’ll be hollow inside.
So What Does Managing an Organization Actually Mean?
It means you can:
- Align people and structure with a shared purpose
- Keep the flow of information clear and open
- Understand and resolve conflicts
- Create conditions where people want to do the right thing
And here’s something important:
An organization isn’t something you build once and forget. It’s something you constantly redefine, redesign, and rebuild.
A Question Before We Move On
If you were to start a small organization—a project team, a startup, maybe even an NGO— what would be the first thing you’d do?
Not asking for an answer. Just a moment of reflection.
Because in the next section, we’ll go deeper into people in organizations: What drives them? What drains them? How do teams actually work? And what does leadership even mean in that messy, human space?